W H I T E P A P E R

MANAGEMENT amp THEIR INFLUENCE

amp IMPACT ON ORGANISATIONAL

CHANGE

wwwilxgroupcom

E X E C U T I V E S U M M A R Y

Organisations of all sizes and in all sectors must change and adapt to operate effectively to respond to external and internal pressures and even to survive The need to change is non-negotiable how organisations manage change is open to improvement To achieve real change it is often necessary to change the whole organisation from strategic top management down to frontline staff Yet there is often an assumption that in the process middle management will be a barrier to change

Middle management has been described as a layer of clay sucking in change initiatives which sink into the clay and are never seen again This whitepaper will set out an approach to introducing a culture of change management within management utilising the skill and knowledge in middle management layers as instruments for change in the organisation

T H E I M PA C T O F M I D D L E M A N A G E R S

Growing organisations naturally introduce a layer of middle management As groups of employees get bigger middle management is brought in to lead teams and a hierarchy is born There is an optimum number of people in each team Too many people and they become difficult to manage so another layer of management is inserted Eventually some organisations begin to feel that their expanding middle management layer is holding them back

In the past some have taken the extreme step of addressing this by getting rid of middle management In one case a large organisation removed an entire layer of management and ended up with about 75 people reporting to each manager They put in supervisors then line managers and the layer of middle management simply re-emerged after a time The fact is that middle management converts strategy into practical action and is essential to translating grand ideas into real life

Middle management is not widely associated with change management A widespread misconception is that once middle managers have built their empire they are happy to rule their domain and stop developing Yet middle managers who do not change will go the way of dinosaurs

Commercial enterprises face a change imperative They must adapt and change to survive In large organisations this imperative can sometimes be less pressing and resistance to change is more common The public sector in particular consists of many large organisations where the process of evolution tends to be slower it may be necessary to take steps to proactively foster a culture of change In contrast many commercial organisations tend to naturally build in a culture of change and emphasize the speed of change and for them the challenge is managing this process

WHITEPAPER The Middle Management amp their Influence amp Impact on Organisational Change

wwwilxgroupcom

WHITEPAPER Middle Management amp their Influence amp Impact on Organisational Change

ldquoMiddle management conver ts strategy into practical action and is essential to translat ing grand ideas into real l i ferdquo

C R E AT E A N E N V I R O N M E N T T O F O S T E R S U C C E S S

It is key to define the role of middle management as including change management ndash both being prepared to enable change and to consider proactively what might benefit from change whether that is systems and processes products or services

Line of business managers may experience pressure to change from above in a traditional waterfall type hierarchy or from project and programme executives or external consultants In all cases even when someone is being brought in from outside to drive change middle managers retain a major role in translating change into the organisation They have an unparalleled understanding of the processes and systems in the organisation and even more importantly of individual people Many transformation projects have failed because they have not accessed middle managementrsquos power to drive buy-in for change

The Kuumlbler-Ross Curve (1969) identifies seven stages in peoplersquos reaction to change These are shock denial anger or blame bargaining and self-blame depression and confusion acceptance and finally problem-solving Equally there are seven steps middle managers are well-placed to take to manage employee reaction to change

ldquoA single approach to implementing Best Practice wi l l not f i t al l organisations Flexibi l i ty is important when trying to address the requirements of people with a

different range of experiencesrdquo

1 To mitigate the element of shock managers should prepare the ground for change and warn employees that change is likely If the shock is great the denial response will be deeper and the subsequent stages may be harder to deal with Some organisations handle this by building in regular change so that employees become used to it This can be very effective but the danger is that it may not suit a handful of employees who want and need to remain in fairly static roles and may feel overly threatened by regular re-organisation and change The pace of change may need to be adjusted for these employees

2 To address the lsquodenialrsquo response middle managers need to be prepared to reiterate expectations and plans for change constantly Consistency is key here

3 When employees respond to change with anger or blame middle managers should be prepared to listen to what their employees have to say and defuse anger Listening is a skill and some managers may need development in that

4 Middle managers may also need a high degree of emotional intelligence to support employees experiencing the stage of bargaining and self-blame

5 At their lowest point employees may experience confusion and even become depressed about changes This can happen particularly when employees donrsquot fully understand the need for the change or exactly what the change entails Middle managers need good communication and soft skills to convey their vision for the outcome of changes and to demonstrate that there is light at the end of the tunnel in the change process

6 Employees are likely to reach the acceptance stage more quickly when reacting to change if they feel they have a stake in the change and have some options around changes that are planned

7 Managers can support the final stage in the seven-stage response to change ndash problem-solving ndash by motivating their team to accept change and move on to the stage of making it work

WHITEPAPER The Middle Management amp their Influence amp Impact on Organisational Change

wwwilxgroupcom

WHITEPAPER Middle Management amp their Influence amp Impact on Organisational Change

Effective projects need effective management support at all levels Middle managers handling change or having it imposed upon them will also experience many of the sensations from this curve They in turn may need support from people above them

Enabling middle management to communicate credibly and directly to their people Is key Employees need to understand why change is happening and share managementrsquos sense of urgency about the need for the change A good way to do this is for middle management to share lsquosecretrsquo knowledge about the need for change with staff Giving privileged access to the possibly complex thinking that has led to the change builds a sense of trust in the relationship

It is also important that middle management acts with integrity and takes an ethical approach to change Employees need to know they can trust their managers and that managers will not mislead them or take credit where it is not due If the team distrusts their manager his or her ability to lead the team is reduced

D E V E L O P C H A N G E M A N A G E M E N T S K I L L S

Middle managers may need development in a number of areas if they are to be successful agents of change For organisations frameworks such as PRINCE2 for project management that address change management principles including considering the speed and appropriateness of change may be a useful starting point for building a capacity for change

However change management is a broader discipline than project management While PRINCE2 mentions the need for stakeholder engagement in change it does not provide a methodology for tackling this even though stakeholder engagement is fundamental to making change work Best practice frameworks and associated training can address elements including creating better business cases project or programme sponsorship or measuring benefits but not the broader context of change

If an organisationrsquos learning and development efforts result in individual middle managers having a good understanding of best practice when it comes to change management the issue then becomes one of knowledge transfer and creating a culture where colleagues share knowledge

WHITEPAPER The Middle Management amp their Influence amp Impact on Organisational Change

wwwilxgroupcom

WHITEPAPER Middle Management amp their Influence amp Impact on Organisational Change

A D D R E S S B A R R I E R S T O C H A N G E

More often than not the main barrier to middle managers taking a more proactive role in change management is a lack of time Business as usual tasks take up all their time and more It is important to build change management into the role and even the job description of middle managers and to ring-fence time for it When employees are being considered for promotion into middle management their capacity to carry out change management must be considered Promotion to middle management should not simply be a reward for good performance or technical skill

Middle managers need a high level of skill and emotional intelligence to drive through change a key part of their role For some organisations it can be a good idea to create a parallel promotion route for technical or sales staff so that middle management does not become a resting place for employees who are ill-suited to be middle managers

M E A S U R E R E S U LT S

Measuring the effectiveness of change management initiatives is always a challenge One good indicator is the absence of failure

If planned changes progress smoothly to successful completion that is a good sign that measures to involve middle management in change are working Look out for reductions in the lead times to change taking place The time taken to carry out change and embed it should reduce compare with the time taken previously System and process changes may only take several months whereas cultural changes can take several years Time savings can be significant

Some organisations experience a form of homeostasis so they deliver a change only to find things revert to how they were within six months because the change has not really been embedded and people go back to the old ways of working Changes in working practice may be mandated and as a result appear to come into effect quickly However change has only truly happened when it is embedded in peoplersquos routine and employees do not give a second thought to it

WHITEPAPER The Middle Management amp their Influence amp Impact on Organisational Change

wwwilxgroupcom

WHITEPAPER Middle Management amp their Influence amp Impact on Organisational Change

M I D D L E M A N A G E R S ndash T H E N E W A G E N T S O F C H A N G E

Middle management is sometimes seen as corporate concrete set in its ways and with a vested interest in the status quo Yet middle managers got where they are today through drive and change Rather than let them rest on their laurels organisations can provide mid dle managers with the skills and support that will allow them to keep on driving forward

It makes sense to make middle management the change agents of the organisation Some organisations run a change agent network of people who assist and facilitate middle managers in making changes by providing access to knowledge or resources Rather than creating a separate artificial network of change agents tap into your existing resource of middle management and go with the network you already have in place

To free up time for this all middle managers should be encouraged to delegate tasks to employees in their team This is a win-win situation as employees get development opportunities while managers are free to spend time not just managing change but also simply thinking about opportunities for change that would drive the business Organisations that do not do this and expect their middle management to fill their time with business as usual tasks leave no time and space for the proactive change that will result in increased productivity innovation and competitiveness

TOP TIPS FOR CH ANGE MANAGEMENT

ldquoRather than creating a separate ar t i f ic ial network of change agents tap into your exist ing resource of middle management and go with the network you already have in placerdquo

1 Assess how your middle management operates Are these people ready to take on change management2 Enable people at all levels to support those above and below them with the right skills including

emotional intelligence skills3 Ring-fence time for middle management to think about change as well as to

manage it4 Include change management responsibilities within the job role of middle

managers and be sure to define that clearly in the job description and recruitment stages

5 Aim to communicate your vision effectively to help people understand why change is necessary and why things cannot stay as they are Make sure communication about change is little often consistent appropriate and remember to listen more than you speak

WHITEPAPER The Middle Management amp their Influence amp Impact on Organisational Change

wwwilxgroupcom

WHITEPAPER Middle Management amp their Influence amp Impact on Organisational Change

A B O U T C H A N G E M A N A G E M E N T C E R T I F I C AT I O N

APMG has developed Change Management Certification in partnership with the Change Management Institute (CMI) International Change Management certification

is available at Foundation and Practitioner levels The new syllabus samples a wide range of knowledge regarding the theory and practice of change management including change and the individual change and the organisation communication and stakeholder engagement and change practice

There are two levels of certification The Foundation qualification is based on the theory and application of change for the individual change for the organisation communication and stakeholder engagement and change management best practice Once Foundation qualification is passed the candidate can progress to the more advanced Practitioner qualification The Practitioner certification is to confirm whether heshe has achieved sufficient know-how to apply and tailor Change Management guidance in a given organisational change situation

To book your Change Management course with ILX please click here or visit us at httpswwwilxgroupcomukindividualtrainingapmg-international-change-management

A B O U T I L X G R O U P ( I L X )

ILX Group is a global all-in-one provider of Best Practice Learning Solutions ILX delivers Portfolio Programme amp Project Management IT Service Management Risk Management and Business Financial Literacy learning solutions The Best Practice courses are delivered through a blend of classroom workshops e-Learning and mobile platforms

ILX is a market leader in PRINCE2reg training and has provided Best Practice learning to more than 250000 people across 5000 organisations in over 100 countries ILX works closely with its clients to deliver industry standard qualifications and helps organisations to deliver continuous workforce improvement The company and its multi-lingual trainers can support customers around the world with local offices also in the UK Middle East India Australia and New Zealand

Fo r f u r t h e r i n f o r m a t i o n v i s i t w w w i l xg ro u p c o m o r f o l l o w I L X o n Tw i t t e r I L XG ro u p o r Fa c e b o o k w w w f a c e b o o k c o m I L XG ro u p

contactusi lxgroupcom www i lxgroupcom

L o n d o n +44 (0) 1270 611 600

S y d n e y +61 13 0045 9459

A u c k l a n d+64 9 363 9777

N e w Y o r k +1 844 329 3584

D u b a i +971 (0) 4 362 4295

M u m b a i +91 11 42885508

middot middot middot middot middot

P R I N C E 2 reg i s a r e g i s t e r e d t r a d e m a r k o f A X E LO S L i m i t e d A P M G - I n t e r n a t i o n a l C h a n g e M a n a g e m e n t i s a t r a d e m a r k o f T h e A P M G r o u p L i m i t e d

T h e A P M G - I n t e r n a t i o n a l C h a n g e M a n a g e m e n t a n d S w i r l D e v i c e l o g o i s a t r a d e m a r k o f T h e A P M G r o u p L i m i t e d

WHITEPAPER The Middle Management amp their Influence amp Impact on Organisational Change

wwwilxgroupcom

WHITEPAPER Middle Management amp their Influence amp Impact on Organisational Change

E X E C U T I V E S U M M A R Y

Organisations of all sizes and in all sectors must change and adapt to operate effectively to respond to external and internal pressures and even to survive The need to change is non-negotiable how organisations manage change is open to improvement To achieve real change it is often necessary to change the whole organisation from strategic top management down to frontline staff Yet there is often an assumption that in the process middle management will be a barrier to change

Middle management has been described as a layer of clay sucking in change initiatives which sink into the clay and are never seen again This whitepaper will set out an approach to introducing a culture of change management within management utilising the skill and knowledge in middle management layers as instruments for change in the organisation

T H E I M PA C T O F M I D D L E M A N A G E R S

Growing organisations naturally introduce a layer of middle management As groups of employees get bigger middle management is brought in to lead teams and a hierarchy is born There is an optimum number of people in each team Too many people and they become difficult to manage so another layer of management is inserted Eventually some organisations begin to feel that their expanding middle management layer is holding them back

In the past some have taken the extreme step of addressing this by getting rid of middle management In one case a large organisation removed an entire layer of management and ended up with about 75 people reporting to each manager They put in supervisors then line managers and the layer of middle management simply re-emerged after a time The fact is that middle management converts strategy into practical action and is essential to translating grand ideas into real life

Middle management is not widely associated with change management A widespread misconception is that once middle managers have built their empire they are happy to rule their domain and stop developing Yet middle managers who do not change will go the way of dinosaurs

Commercial enterprises face a change imperative They must adapt and change to survive In large organisations this imperative can sometimes be less pressing and resistance to change is more common The public sector in particular consists of many large organisations where the process of evolution tends to be slower it may be necessary to take steps to proactively foster a culture of change In contrast many commercial organisations tend to naturally build in a culture of change and emphasize the speed of change and for them the challenge is managing this process

WHITEPAPER The Middle Management amp their Influence amp Impact on Organisational Change

wwwilxgroupcom

WHITEPAPER Middle Management amp their Influence amp Impact on Organisational Change

ldquoMiddle management conver ts strategy into practical action and is essential to translat ing grand ideas into real l i ferdquo

C R E AT E A N E N V I R O N M E N T T O F O S T E R S U C C E S S

It is key to define the role of middle management as including change management ndash both being prepared to enable change and to consider proactively what might benefit from change whether that is systems and processes products or services

Line of business managers may experience pressure to change from above in a traditional waterfall type hierarchy or from project and programme executives or external consultants In all cases even when someone is being brought in from outside to drive change middle managers retain a major role in translating change into the organisation They have an unparalleled understanding of the processes and systems in the organisation and even more importantly of individual people Many transformation projects have failed because they have not accessed middle managementrsquos power to drive buy-in for change

The Kuumlbler-Ross Curve (1969) identifies seven stages in peoplersquos reaction to change These are shock denial anger or blame bargaining and self-blame depression and confusion acceptance and finally problem-solving Equally there are seven steps middle managers are well-placed to take to manage employee reaction to change

ldquoA single approach to implementing Best Practice wi l l not f i t al l organisations Flexibi l i ty is important when trying to address the requirements of people with a

different range of experiencesrdquo

1 To mitigate the element of shock managers should prepare the ground for change and warn employees that change is likely If the shock is great the denial response will be deeper and the subsequent stages may be harder to deal with Some organisations handle this by building in regular change so that employees become used to it This can be very effective but the danger is that it may not suit a handful of employees who want and need to remain in fairly static roles and may feel overly threatened by regular re-organisation and change The pace of change may need to be adjusted for these employees

2 To address the lsquodenialrsquo response middle managers need to be prepared to reiterate expectations and plans for change constantly Consistency is key here

3 When employees respond to change with anger or blame middle managers should be prepared to listen to what their employees have to say and defuse anger Listening is a skill and some managers may need development in that

4 Middle managers may also need a high degree of emotional intelligence to support employees experiencing the stage of bargaining and self-blame

5 At their lowest point employees may experience confusion and even become depressed about changes This can happen particularly when employees donrsquot fully understand the need for the change or exactly what the change entails Middle managers need good communication and soft skills to convey their vision for the outcome of changes and to demonstrate that there is light at the end of the tunnel in the change process

6 Employees are likely to reach the acceptance stage more quickly when reacting to change if they feel they have a stake in the change and have some options around changes that are planned

7 Managers can support the final stage in the seven-stage response to change ndash problem-solving ndash by motivating their team to accept change and move on to the stage of making it work

WHITEPAPER The Middle Management amp their Influence amp Impact on Organisational Change

wwwilxgroupcom

WHITEPAPER Middle Management amp their Influence amp Impact on Organisational Change

Effective projects need effective management support at all levels Middle managers handling change or having it imposed upon them will also experience many of the sensations from this curve They in turn may need support from people above them

Enabling middle management to communicate credibly and directly to their people Is key Employees need to understand why change is happening and share managementrsquos sense of urgency about the need for the change A good way to do this is for middle management to share lsquosecretrsquo knowledge about the need for change with staff Giving privileged access to the possibly complex thinking that has led to the change builds a sense of trust in the relationship

It is also important that middle management acts with integrity and takes an ethical approach to change Employees need to know they can trust their managers and that managers will not mislead them or take credit where it is not due If the team distrusts their manager his or her ability to lead the team is reduced

D E V E L O P C H A N G E M A N A G E M E N T S K I L L S

Middle managers may need development in a number of areas if they are to be successful agents of change For organisations frameworks such as PRINCE2 for project management that address change management principles including considering the speed and appropriateness of change may be a useful starting point for building a capacity for change

However change management is a broader discipline than project management While PRINCE2 mentions the need for stakeholder engagement in change it does not provide a methodology for tackling this even though stakeholder engagement is fundamental to making change work Best practice frameworks and associated training can address elements including creating better business cases project or programme sponsorship or measuring benefits but not the broader context of change

If an organisationrsquos learning and development efforts result in individual middle managers having a good understanding of best practice when it comes to change management the issue then becomes one of knowledge transfer and creating a culture where colleagues share knowledge

WHITEPAPER The Middle Management amp their Influence amp Impact on Organisational Change

wwwilxgroupcom

WHITEPAPER Middle Management amp their Influence amp Impact on Organisational Change

A D D R E S S B A R R I E R S T O C H A N G E

More often than not the main barrier to middle managers taking a more proactive role in change management is a lack of time Business as usual tasks take up all their time and more It is important to build change management into the role and even the job description of middle managers and to ring-fence time for it When employees are being considered for promotion into middle management their capacity to carry out change management must be considered Promotion to middle management should not simply be a reward for good performance or technical skill

Middle managers need a high level of skill and emotional intelligence to drive through change a key part of their role For some organisations it can be a good idea to create a parallel promotion route for technical or sales staff so that middle management does not become a resting place for employees who are ill-suited to be middle managers

M E A S U R E R E S U LT S

Measuring the effectiveness of change management initiatives is always a challenge One good indicator is the absence of failure

If planned changes progress smoothly to successful completion that is a good sign that measures to involve middle management in change are working Look out for reductions in the lead times to change taking place The time taken to carry out change and embed it should reduce compare with the time taken previously System and process changes may only take several months whereas cultural changes can take several years Time savings can be significant

Some organisations experience a form of homeostasis so they deliver a change only to find things revert to how they were within six months because the change has not really been embedded and people go back to the old ways of working Changes in working practice may be mandated and as a result appear to come into effect quickly However change has only truly happened when it is embedded in peoplersquos routine and employees do not give a second thought to it

WHITEPAPER The Middle Management amp their Influence amp Impact on Organisational Change

wwwilxgroupcom

WHITEPAPER Middle Management amp their Influence amp Impact on Organisational Change

M I D D L E M A N A G E R S ndash T H E N E W A G E N T S O F C H A N G E

Middle management is sometimes seen as corporate concrete set in its ways and with a vested interest in the status quo Yet middle managers got where they are today through drive and change Rather than let them rest on their laurels organisations can provide mid dle managers with the skills and support that will allow them to keep on driving forward

It makes sense to make middle management the change agents of the organisation Some organisations run a change agent network of people who assist and facilitate middle managers in making changes by providing access to knowledge or resources Rather than creating a separate artificial network of change agents tap into your existing resource of middle management and go with the network you already have in place

To free up time for this all middle managers should be encouraged to delegate tasks to employees in their team This is a win-win situation as employees get development opportunities while managers are free to spend time not just managing change but also simply thinking about opportunities for change that would drive the business Organisations that do not do this and expect their middle management to fill their time with business as usual tasks leave no time and space for the proactive change that will result in increased productivity innovation and competitiveness

TOP TIPS FOR CH ANGE MANAGEMENT

ldquoRather than creating a separate ar t i f ic ial network of change agents tap into your exist ing resource of middle management and go with the network you already have in placerdquo

1 Assess how your middle management operates Are these people ready to take on change management2 Enable people at all levels to support those above and below them with the right skills including

emotional intelligence skills3 Ring-fence time for middle management to think about change as well as to

manage it4 Include change management responsibilities within the job role of middle

managers and be sure to define that clearly in the job description and recruitment stages

5 Aim to communicate your vision effectively to help people understand why change is necessary and why things cannot stay as they are Make sure communication about change is little often consistent appropriate and remember to listen more than you speak

WHITEPAPER The Middle Management amp their Influence amp Impact on Organisational Change

wwwilxgroupcom

WHITEPAPER Middle Management amp their Influence amp Impact on Organisational Change

A B O U T C H A N G E M A N A G E M E N T C E R T I F I C AT I O N

APMG has developed Change Management Certification in partnership with the Change Management Institute (CMI) International Change Management certification

is available at Foundation and Practitioner levels The new syllabus samples a wide range of knowledge regarding the theory and practice of change management including change and the individual change and the organisation communication and stakeholder engagement and change practice

There are two levels of certification The Foundation qualification is based on the theory and application of change for the individual change for the organisation communication and stakeholder engagement and change management best practice Once Foundation qualification is passed the candidate can progress to the more advanced Practitioner qualification The Practitioner certification is to confirm whether heshe has achieved sufficient know-how to apply and tailor Change Management guidance in a given organisational change situation

To book your Change Management course with ILX please click here or visit us at httpswwwilxgroupcomukindividualtrainingapmg-international-change-management

A B O U T I L X G R O U P ( I L X )

ILX Group is a global all-in-one provider of Best Practice Learning Solutions ILX delivers Portfolio Programme amp Project Management IT Service Management Risk Management and Business Financial Literacy learning solutions The Best Practice courses are delivered through a blend of classroom workshops e-Learning and mobile platforms

ILX is a market leader in PRINCE2reg training and has provided Best Practice learning to more than 250000 people across 5000 organisations in over 100 countries ILX works closely with its clients to deliver industry standard qualifications and helps organisations to deliver continuous workforce improvement The company and its multi-lingual trainers can support customers around the world with local offices also in the UK Middle East India Australia and New Zealand

Fo r f u r t h e r i n f o r m a t i o n v i s i t w w w i l xg ro u p c o m o r f o l l o w I L X o n Tw i t t e r I L XG ro u p o r Fa c e b o o k w w w f a c e b o o k c o m I L XG ro u p

contactusi lxgroupcom www i lxgroupcom

L o n d o n +44 (0) 1270 611 600

S y d n e y +61 13 0045 9459

A u c k l a n d+64 9 363 9777

N e w Y o r k +1 844 329 3584

D u b a i +971 (0) 4 362 4295

M u m b a i +91 11 42885508

middot middot middot middot middot

P R I N C E 2 reg i s a r e g i s t e r e d t r a d e m a r k o f A X E LO S L i m i t e d A P M G - I n t e r n a t i o n a l C h a n g e M a n a g e m e n t i s a t r a d e m a r k o f T h e A P M G r o u p L i m i t e d

T h e A P M G - I n t e r n a t i o n a l C h a n g e M a n a g e m e n t a n d S w i r l D e v i c e l o g o i s a t r a d e m a r k o f T h e A P M G r o u p L i m i t e d

WHITEPAPER The Middle Management amp their Influence amp Impact on Organisational Change

wwwilxgroupcom

WHITEPAPER Middle Management amp their Influence amp Impact on Organisational Change

C R E AT E A N E N V I R O N M E N T T O F O S T E R S U C C E S S

It is key to define the role of middle management as including change management ndash both being prepared to enable change and to consider proactively what might benefit from change whether that is systems and processes products or services

Line of business managers may experience pressure to change from above in a traditional waterfall type hierarchy or from project and programme executives or external consultants In all cases even when someone is being brought in from outside to drive change middle managers retain a major role in translating change into the organisation They have an unparalleled understanding of the processes and systems in the organisation and even more importantly of individual people Many transformation projects have failed because they have not accessed middle managementrsquos power to drive buy-in for change

The Kuumlbler-Ross Curve (1969) identifies seven stages in peoplersquos reaction to change These are shock denial anger or blame bargaining and self-blame depression and confusion acceptance and finally problem-solving Equally there are seven steps middle managers are well-placed to take to manage employee reaction to change

ldquoA single approach to implementing Best Practice wi l l not f i t al l organisations Flexibi l i ty is important when trying to address the requirements of people with a

different range of experiencesrdquo

1 To mitigate the element of shock managers should prepare the ground for change and warn employees that change is likely If the shock is great the denial response will be deeper and the subsequent stages may be harder to deal with Some organisations handle this by building in regular change so that employees become used to it This can be very effective but the danger is that it may not suit a handful of employees who want and need to remain in fairly static roles and may feel overly threatened by regular re-organisation and change The pace of change may need to be adjusted for these employees

2 To address the lsquodenialrsquo response middle managers need to be prepared to reiterate expectations and plans for change constantly Consistency is key here

3 When employees respond to change with anger or blame middle managers should be prepared to listen to what their employees have to say and defuse anger Listening is a skill and some managers may need development in that

4 Middle managers may also need a high degree of emotional intelligence to support employees experiencing the stage of bargaining and self-blame

5 At their lowest point employees may experience confusion and even become depressed about changes This can happen particularly when employees donrsquot fully understand the need for the change or exactly what the change entails Middle managers need good communication and soft skills to convey their vision for the outcome of changes and to demonstrate that there is light at the end of the tunnel in the change process

6 Employees are likely to reach the acceptance stage more quickly when reacting to change if they feel they have a stake in the change and have some options around changes that are planned

7 Managers can support the final stage in the seven-stage response to change ndash problem-solving ndash by motivating their team to accept change and move on to the stage of making it work

WHITEPAPER The Middle Management amp their Influence amp Impact on Organisational Change

wwwilxgroupcom

WHITEPAPER Middle Management amp their Influence amp Impact on Organisational Change

Effective projects need effective management support at all levels Middle managers handling change or having it imposed upon them will also experience many of the sensations from this curve They in turn may need support from people above them

Enabling middle management to communicate credibly and directly to their people Is key Employees need to understand why change is happening and share managementrsquos sense of urgency about the need for the change A good way to do this is for middle management to share lsquosecretrsquo knowledge about the need for change with staff Giving privileged access to the possibly complex thinking that has led to the change builds a sense of trust in the relationship

It is also important that middle management acts with integrity and takes an ethical approach to change Employees need to know they can trust their managers and that managers will not mislead them or take credit where it is not due If the team distrusts their manager his or her ability to lead the team is reduced

D E V E L O P C H A N G E M A N A G E M E N T S K I L L S

Middle managers may need development in a number of areas if they are to be successful agents of change For organisations frameworks such as PRINCE2 for project management that address change management principles including considering the speed and appropriateness of change may be a useful starting point for building a capacity for change

However change management is a broader discipline than project management While PRINCE2 mentions the need for stakeholder engagement in change it does not provide a methodology for tackling this even though stakeholder engagement is fundamental to making change work Best practice frameworks and associated training can address elements including creating better business cases project or programme sponsorship or measuring benefits but not the broader context of change

If an organisationrsquos learning and development efforts result in individual middle managers having a good understanding of best practice when it comes to change management the issue then becomes one of knowledge transfer and creating a culture where colleagues share knowledge

WHITEPAPER The Middle Management amp their Influence amp Impact on Organisational Change

wwwilxgroupcom

WHITEPAPER Middle Management amp their Influence amp Impact on Organisational Change

A D D R E S S B A R R I E R S T O C H A N G E

More often than not the main barrier to middle managers taking a more proactive role in change management is a lack of time Business as usual tasks take up all their time and more It is important to build change management into the role and even the job description of middle managers and to ring-fence time for it When employees are being considered for promotion into middle management their capacity to carry out change management must be considered Promotion to middle management should not simply be a reward for good performance or technical skill

Middle managers need a high level of skill and emotional intelligence to drive through change a key part of their role For some organisations it can be a good idea to create a parallel promotion route for technical or sales staff so that middle management does not become a resting place for employees who are ill-suited to be middle managers

M E A S U R E R E S U LT S

Measuring the effectiveness of change management initiatives is always a challenge One good indicator is the absence of failure

If planned changes progress smoothly to successful completion that is a good sign that measures to involve middle management in change are working Look out for reductions in the lead times to change taking place The time taken to carry out change and embed it should reduce compare with the time taken previously System and process changes may only take several months whereas cultural changes can take several years Time savings can be significant

Some organisations experience a form of homeostasis so they deliver a change only to find things revert to how they were within six months because the change has not really been embedded and people go back to the old ways of working Changes in working practice may be mandated and as a result appear to come into effect quickly However change has only truly happened when it is embedded in peoplersquos routine and employees do not give a second thought to it

WHITEPAPER The Middle Management amp their Influence amp Impact on Organisational Change

wwwilxgroupcom

WHITEPAPER Middle Management amp their Influence amp Impact on Organisational Change

M I D D L E M A N A G E R S ndash T H E N E W A G E N T S O F C H A N G E

Middle management is sometimes seen as corporate concrete set in its ways and with a vested interest in the status quo Yet middle managers got where they are today through drive and change Rather than let them rest on their laurels organisations can provide mid dle managers with the skills and support that will allow them to keep on driving forward

It makes sense to make middle management the change agents of the organisation Some organisations run a change agent network of people who assist and facilitate middle managers in making changes by providing access to knowledge or resources Rather than creating a separate artificial network of change agents tap into your existing resource of middle management and go with the network you already have in place

To free up time for this all middle managers should be encouraged to delegate tasks to employees in their team This is a win-win situation as employees get development opportunities while managers are free to spend time not just managing change but also simply thinking about opportunities for change that would drive the business Organisations that do not do this and expect their middle management to fill their time with business as usual tasks leave no time and space for the proactive change that will result in increased productivity innovation and competitiveness

TOP TIPS FOR CH ANGE MANAGEMENT

ldquoRather than creating a separate ar t i f ic ial network of change agents tap into your exist ing resource of middle management and go with the network you already have in placerdquo

1 Assess how your middle management operates Are these people ready to take on change management2 Enable people at all levels to support those above and below them with the right skills including

emotional intelligence skills3 Ring-fence time for middle management to think about change as well as to

manage it4 Include change management responsibilities within the job role of middle

managers and be sure to define that clearly in the job description and recruitment stages

5 Aim to communicate your vision effectively to help people understand why change is necessary and why things cannot stay as they are Make sure communication about change is little often consistent appropriate and remember to listen more than you speak

WHITEPAPER The Middle Management amp their Influence amp Impact on Organisational Change

wwwilxgroupcom

WHITEPAPER Middle Management amp their Influence amp Impact on Organisational Change

A B O U T C H A N G E M A N A G E M E N T C E R T I F I C AT I O N

APMG has developed Change Management Certification in partnership with the Change Management Institute (CMI) International Change Management certification

is available at Foundation and Practitioner levels The new syllabus samples a wide range of knowledge regarding the theory and practice of change management including change and the individual change and the organisation communication and stakeholder engagement and change practice

There are two levels of certification The Foundation qualification is based on the theory and application of change for the individual change for the organisation communication and stakeholder engagement and change management best practice Once Foundation qualification is passed the candidate can progress to the more advanced Practitioner qualification The Practitioner certification is to confirm whether heshe has achieved sufficient know-how to apply and tailor Change Management guidance in a given organisational change situation

To book your Change Management course with ILX please click here or visit us at httpswwwilxgroupcomukindividualtrainingapmg-international-change-management

A B O U T I L X G R O U P ( I L X )

ILX Group is a global all-in-one provider of Best Practice Learning Solutions ILX delivers Portfolio Programme amp Project Management IT Service Management Risk Management and Business Financial Literacy learning solutions The Best Practice courses are delivered through a blend of classroom workshops e-Learning and mobile platforms

ILX is a market leader in PRINCE2reg training and has provided Best Practice learning to more than 250000 people across 5000 organisations in over 100 countries ILX works closely with its clients to deliver industry standard qualifications and helps organisations to deliver continuous workforce improvement The company and its multi-lingual trainers can support customers around the world with local offices also in the UK Middle East India Australia and New Zealand

Fo r f u r t h e r i n f o r m a t i o n v i s i t w w w i l xg ro u p c o m o r f o l l o w I L X o n Tw i t t e r I L XG ro u p o r Fa c e b o o k w w w f a c e b o o k c o m I L XG ro u p

contactusi lxgroupcom www i lxgroupcom

L o n d o n +44 (0) 1270 611 600

S y d n e y +61 13 0045 9459

A u c k l a n d+64 9 363 9777

N e w Y o r k +1 844 329 3584

D u b a i +971 (0) 4 362 4295

M u m b a i +91 11 42885508

middot middot middot middot middot

P R I N C E 2 reg i s a r e g i s t e r e d t r a d e m a r k o f A X E LO S L i m i t e d A P M G - I n t e r n a t i o n a l C h a n g e M a n a g e m e n t i s a t r a d e m a r k o f T h e A P M G r o u p L i m i t e d

T h e A P M G - I n t e r n a t i o n a l C h a n g e M a n a g e m e n t a n d S w i r l D e v i c e l o g o i s a t r a d e m a r k o f T h e A P M G r o u p L i m i t e d

WHITEPAPER The Middle Management amp their Influence amp Impact on Organisational Change

wwwilxgroupcom

WHITEPAPER Middle Management amp their Influence amp Impact on Organisational Change

Effective projects need effective management support at all levels Middle managers handling change or having it imposed upon them will also experience many of the sensations from this curve They in turn may need support from people above them

Enabling middle management to communicate credibly and directly to their people Is key Employees need to understand why change is happening and share managementrsquos sense of urgency about the need for the change A good way to do this is for middle management to share lsquosecretrsquo knowledge about the need for change with staff Giving privileged access to the possibly complex thinking that has led to the change builds a sense of trust in the relationship

It is also important that middle management acts with integrity and takes an ethical approach to change Employees need to know they can trust their managers and that managers will not mislead them or take credit where it is not due If the team distrusts their manager his or her ability to lead the team is reduced

D E V E L O P C H A N G E M A N A G E M E N T S K I L L S

Middle managers may need development in a number of areas if they are to be successful agents of change For organisations frameworks such as PRINCE2 for project management that address change management principles including considering the speed and appropriateness of change may be a useful starting point for building a capacity for change

However change management is a broader discipline than project management While PRINCE2 mentions the need for stakeholder engagement in change it does not provide a methodology for tackling this even though stakeholder engagement is fundamental to making change work Best practice frameworks and associated training can address elements including creating better business cases project or programme sponsorship or measuring benefits but not the broader context of change

If an organisationrsquos learning and development efforts result in individual middle managers having a good understanding of best practice when it comes to change management the issue then becomes one of knowledge transfer and creating a culture where colleagues share knowledge

WHITEPAPER The Middle Management amp their Influence amp Impact on Organisational Change

wwwilxgroupcom

WHITEPAPER Middle Management amp their Influence amp Impact on Organisational Change

A D D R E S S B A R R I E R S T O C H A N G E

More often than not the main barrier to middle managers taking a more proactive role in change management is a lack of time Business as usual tasks take up all their time and more It is important to build change management into the role and even the job description of middle managers and to ring-fence time for it When employees are being considered for promotion into middle management their capacity to carry out change management must be considered Promotion to middle management should not simply be a reward for good performance or technical skill

Middle managers need a high level of skill and emotional intelligence to drive through change a key part of their role For some organisations it can be a good idea to create a parallel promotion route for technical or sales staff so that middle management does not become a resting place for employees who are ill-suited to be middle managers

M E A S U R E R E S U LT S

Measuring the effectiveness of change management initiatives is always a challenge One good indicator is the absence of failure

If planned changes progress smoothly to successful completion that is a good sign that measures to involve middle management in change are working Look out for reductions in the lead times to change taking place The time taken to carry out change and embed it should reduce compare with the time taken previously System and process changes may only take several months whereas cultural changes can take several years Time savings can be significant

Some organisations experience a form of homeostasis so they deliver a change only to find things revert to how they were within six months because the change has not really been embedded and people go back to the old ways of working Changes in working practice may be mandated and as a result appear to come into effect quickly However change has only truly happened when it is embedded in peoplersquos routine and employees do not give a second thought to it

WHITEPAPER The Middle Management amp their Influence amp Impact on Organisational Change

wwwilxgroupcom

WHITEPAPER Middle Management amp their Influence amp Impact on Organisational Change

M I D D L E M A N A G E R S ndash T H E N E W A G E N T S O F C H A N G E

Middle management is sometimes seen as corporate concrete set in its ways and with a vested interest in the status quo Yet middle managers got where they are today through drive and change Rather than let them rest on their laurels organisations can provide mid dle managers with the skills and support that will allow them to keep on driving forward

It makes sense to make middle management the change agents of the organisation Some organisations run a change agent network of people who assist and facilitate middle managers in making changes by providing access to knowledge or resources Rather than creating a separate artificial network of change agents tap into your existing resource of middle management and go with the network you already have in place

To free up time for this all middle managers should be encouraged to delegate tasks to employees in their team This is a win-win situation as employees get development opportunities while managers are free to spend time not just managing change but also simply thinking about opportunities for change that would drive the business Organisations that do not do this and expect their middle management to fill their time with business as usual tasks leave no time and space for the proactive change that will result in increased productivity innovation and competitiveness

TOP TIPS FOR CH ANGE MANAGEMENT

ldquoRather than creating a separate ar t i f ic ial network of change agents tap into your exist ing resource of middle management and go with the network you already have in placerdquo

1 Assess how your middle management operates Are these people ready to take on change management2 Enable people at all levels to support those above and below them with the right skills including

emotional intelligence skills3 Ring-fence time for middle management to think about change as well as to

manage it4 Include change management responsibilities within the job role of middle

managers and be sure to define that clearly in the job description and recruitment stages

5 Aim to communicate your vision effectively to help people understand why change is necessary and why things cannot stay as they are Make sure communication about change is little often consistent appropriate and remember to listen more than you speak

WHITEPAPER The Middle Management amp their Influence amp Impact on Organisational Change

wwwilxgroupcom

WHITEPAPER Middle Management amp their Influence amp Impact on Organisational Change

A B O U T C H A N G E M A N A G E M E N T C E R T I F I C AT I O N

APMG has developed Change Management Certification in partnership with the Change Management Institute (CMI) International Change Management certification

is available at Foundation and Practitioner levels The new syllabus samples a wide range of knowledge regarding the theory and practice of change management including change and the individual change and the organisation communication and stakeholder engagement and change practice

There are two levels of certification The Foundation qualification is based on the theory and application of change for the individual change for the organisation communication and stakeholder engagement and change management best practice Once Foundation qualification is passed the candidate can progress to the more advanced Practitioner qualification The Practitioner certification is to confirm whether heshe has achieved sufficient know-how to apply and tailor Change Management guidance in a given organisational change situation

To book your Change Management course with ILX please click here or visit us at httpswwwilxgroupcomukindividualtrainingapmg-international-change-management

A B O U T I L X G R O U P ( I L X )

ILX Group is a global all-in-one provider of Best Practice Learning Solutions ILX delivers Portfolio Programme amp Project Management IT Service Management Risk Management and Business Financial Literacy learning solutions The Best Practice courses are delivered through a blend of classroom workshops e-Learning and mobile platforms

ILX is a market leader in PRINCE2reg training and has provided Best Practice learning to more than 250000 people across 5000 organisations in over 100 countries ILX works closely with its clients to deliver industry standard qualifications and helps organisations to deliver continuous workforce improvement The company and its multi-lingual trainers can support customers around the world with local offices also in the UK Middle East India Australia and New Zealand

Fo r f u r t h e r i n f o r m a t i o n v i s i t w w w i l xg ro u p c o m o r f o l l o w I L X o n Tw i t t e r I L XG ro u p o r Fa c e b o o k w w w f a c e b o o k c o m I L XG ro u p

contactusi lxgroupcom www i lxgroupcom

L o n d o n +44 (0) 1270 611 600

S y d n e y +61 13 0045 9459

A u c k l a n d+64 9 363 9777

N e w Y o r k +1 844 329 3584

D u b a i +971 (0) 4 362 4295

M u m b a i +91 11 42885508

middot middot middot middot middot

P R I N C E 2 reg i s a r e g i s t e r e d t r a d e m a r k o f A X E LO S L i m i t e d A P M G - I n t e r n a t i o n a l C h a n g e M a n a g e m e n t i s a t r a d e m a r k o f T h e A P M G r o u p L i m i t e d

T h e A P M G - I n t e r n a t i o n a l C h a n g e M a n a g e m e n t a n d S w i r l D e v i c e l o g o i s a t r a d e m a r k o f T h e A P M G r o u p L i m i t e d

WHITEPAPER The Middle Management amp their Influence amp Impact on Organisational Change

wwwilxgroupcom

WHITEPAPER Middle Management amp their Influence amp Impact on Organisational Change

A D D R E S S B A R R I E R S T O C H A N G E

More often than not the main barrier to middle managers taking a more proactive role in change management is a lack of time Business as usual tasks take up all their time and more It is important to build change management into the role and even the job description of middle managers and to ring-fence time for it When employees are being considered for promotion into middle management their capacity to carry out change management must be considered Promotion to middle management should not simply be a reward for good performance or technical skill

Middle managers need a high level of skill and emotional intelligence to drive through change a key part of their role For some organisations it can be a good idea to create a parallel promotion route for technical or sales staff so that middle management does not become a resting place for employees who are ill-suited to be middle managers

M E A S U R E R E S U LT S

Measuring the effectiveness of change management initiatives is always a challenge One good indicator is the absence of failure

If planned changes progress smoothly to successful completion that is a good sign that measures to involve middle management in change are working Look out for reductions in the lead times to change taking place The time taken to carry out change and embed it should reduce compare with the time taken previously System and process changes may only take several months whereas cultural changes can take several years Time savings can be significant

Some organisations experience a form of homeostasis so they deliver a change only to find things revert to how they were within six months because the change has not really been embedded and people go back to the old ways of working Changes in working practice may be mandated and as a result appear to come into effect quickly However change has only truly happened when it is embedded in peoplersquos routine and employees do not give a second thought to it

WHITEPAPER The Middle Management amp their Influence amp Impact on Organisational Change

wwwilxgroupcom

WHITEPAPER Middle Management amp their Influence amp Impact on Organisational Change

M I D D L E M A N A G E R S ndash T H E N E W A G E N T S O F C H A N G E

Middle management is sometimes seen as corporate concrete set in its ways and with a vested interest in the status quo Yet middle managers got where they are today through drive and change Rather than let them rest on their laurels organisations can provide mid dle managers with the skills and support that will allow them to keep on driving forward

It makes sense to make middle management the change agents of the organisation Some organisations run a change agent network of people who assist and facilitate middle managers in making changes by providing access to knowledge or resources Rather than creating a separate artificial network of change agents tap into your existing resource of middle management and go with the network you already have in place

To free up time for this all middle managers should be encouraged to delegate tasks to employees in their team This is a win-win situation as employees get development opportunities while managers are free to spend time not just managing change but also simply thinking about opportunities for change that would drive the business Organisations that do not do this and expect their middle management to fill their time with business as usual tasks leave no time and space for the proactive change that will result in increased productivity innovation and competitiveness

TOP TIPS FOR CH ANGE MANAGEMENT

ldquoRather than creating a separate ar t i f ic ial network of change agents tap into your exist ing resource of middle management and go with the network you already have in placerdquo

1 Assess how your middle management operates Are these people ready to take on change management2 Enable people at all levels to support those above and below them with the right skills including

emotional intelligence skills3 Ring-fence time for middle management to think about change as well as to

manage it4 Include change management responsibilities within the job role of middle

managers and be sure to define that clearly in the job description and recruitment stages

5 Aim to communicate your vision effectively to help people understand why change is necessary and why things cannot stay as they are Make sure communication about change is little often consistent appropriate and remember to listen more than you speak

WHITEPAPER The Middle Management amp their Influence amp Impact on Organisational Change

wwwilxgroupcom

WHITEPAPER Middle Management amp their Influence amp Impact on Organisational Change

A B O U T C H A N G E M A N A G E M E N T C E R T I F I C AT I O N

APMG has developed Change Management Certification in partnership with the Change Management Institute (CMI) International Change Management certification

is available at Foundation and Practitioner levels The new syllabus samples a wide range of knowledge regarding the theory and practice of change management including change and the individual change and the organisation communication and stakeholder engagement and change practice

There are two levels of certification The Foundation qualification is based on the theory and application of change for the individual change for the organisation communication and stakeholder engagement and change management best practice Once Foundation qualification is passed the candidate can progress to the more advanced Practitioner qualification The Practitioner certification is to confirm whether heshe has achieved sufficient know-how to apply and tailor Change Management guidance in a given organisational change situation

To book your Change Management course with ILX please click here or visit us at httpswwwilxgroupcomukindividualtrainingapmg-international-change-management

A B O U T I L X G R O U P ( I L X )

ILX Group is a global all-in-one provider of Best Practice Learning Solutions ILX delivers Portfolio Programme amp Project Management IT Service Management Risk Management and Business Financial Literacy learning solutions The Best Practice courses are delivered through a blend of classroom workshops e-Learning and mobile platforms

ILX is a market leader in PRINCE2reg training and has provided Best Practice learning to more than 250000 people across 5000 organisations in over 100 countries ILX works closely with its clients to deliver industry standard qualifications and helps organisations to deliver continuous workforce improvement The company and its multi-lingual trainers can support customers around the world with local offices also in the UK Middle East India Australia and New Zealand

Fo r f u r t h e r i n f o r m a t i o n v i s i t w w w i l xg ro u p c o m o r f o l l o w I L X o n Tw i t t e r I L XG ro u p o r Fa c e b o o k w w w f a c e b o o k c o m I L XG ro u p

contactusi lxgroupcom www i lxgroupcom

L o n d o n +44 (0) 1270 611 600

S y d n e y +61 13 0045 9459

A u c k l a n d+64 9 363 9777

N e w Y o r k +1 844 329 3584

D u b a i +971 (0) 4 362 4295

M u m b a i +91 11 42885508

middot middot middot middot middot

P R I N C E 2 reg i s a r e g i s t e r e d t r a d e m a r k o f A X E LO S L i m i t e d A P M G - I n t e r n a t i o n a l C h a n g e M a n a g e m e n t i s a t r a d e m a r k o f T h e A P M G r o u p L i m i t e d

T h e A P M G - I n t e r n a t i o n a l C h a n g e M a n a g e m e n t a n d S w i r l D e v i c e l o g o i s a t r a d e m a r k o f T h e A P M G r o u p L i m i t e d

WHITEPAPER The Middle Management amp their Influence amp Impact on Organisational Change

wwwilxgroupcom

WHITEPAPER Middle Management amp their Influence amp Impact on Organisational Change

M I D D L E M A N A G E R S ndash T H E N E W A G E N T S O F C H A N G E

Middle management is sometimes seen as corporate concrete set in its ways and with a vested interest in the status quo Yet middle managers got where they are today through drive and change Rather than let them rest on their laurels organisations can provide mid dle managers with the skills and support that will allow them to keep on driving forward

It makes sense to make middle management the change agents of the organisation Some organisations run a change agent network of people who assist and facilitate middle managers in making changes by providing access to knowledge or resources Rather than creating a separate artificial network of change agents tap into your existing resource of middle management and go with the network you already have in place

To free up time for this all middle managers should be encouraged to delegate tasks to employees in their team This is a win-win situation as employees get development opportunities while managers are free to spend time not just managing change but also simply thinking about opportunities for change that would drive the business Organisations that do not do this and expect their middle management to fill their time with business as usual tasks leave no time and space for the proactive change that will result in increased productivity innovation and competitiveness

TOP TIPS FOR CH ANGE MANAGEMENT

ldquoRather than creating a separate ar t i f ic ial network of change agents tap into your exist ing resource of middle management and go with the network you already have in placerdquo

1 Assess how your middle management operates Are these people ready to take on change management2 Enable people at all levels to support those above and below them with the right skills including

emotional intelligence skills3 Ring-fence time for middle management to think about change as well as to

manage it4 Include change management responsibilities within the job role of middle

managers and be sure to define that clearly in the job description and recruitment stages

5 Aim to communicate your vision effectively to help people understand why change is necessary and why things cannot stay as they are Make sure communication about change is little often consistent appropriate and remember to listen more than you speak

WHITEPAPER The Middle Management amp their Influence amp Impact on Organisational Change

wwwilxgroupcom

WHITEPAPER Middle Management amp their Influence amp Impact on Organisational Change

A B O U T C H A N G E M A N A G E M E N T C E R T I F I C AT I O N

APMG has developed Change Management Certification in partnership with the Change Management Institute (CMI) International Change Management certification

is available at Foundation and Practitioner levels The new syllabus samples a wide range of knowledge regarding the theory and practice of change management including change and the individual change and the organisation communication and stakeholder engagement and change practice

There are two levels of certification The Foundation qualification is based on the theory and application of change for the individual change for the organisation communication and stakeholder engagement and change management best practice Once Foundation qualification is passed the candidate can progress to the more advanced Practitioner qualification The Practitioner certification is to confirm whether heshe has achieved sufficient know-how to apply and tailor Change Management guidance in a given organisational change situation

To book your Change Management course with ILX please click here or visit us at httpswwwilxgroupcomukindividualtrainingapmg-international-change-management

A B O U T I L X G R O U P ( I L X )

ILX Group is a global all-in-one provider of Best Practice Learning Solutions ILX delivers Portfolio Programme amp Project Management IT Service Management Risk Management and Business Financial Literacy learning solutions The Best Practice courses are delivered through a blend of classroom workshops e-Learning and mobile platforms

ILX is a market leader in PRINCE2reg training and has provided Best Practice learning to more than 250000 people across 5000 organisations in over 100 countries ILX works closely with its clients to deliver industry standard qualifications and helps organisations to deliver continuous workforce improvement The company and its multi-lingual trainers can support customers around the world with local offices also in the UK Middle East India Australia and New Zealand

Fo r f u r t h e r i n f o r m a t i o n v i s i t w w w i l xg ro u p c o m o r f o l l o w I L X o n Tw i t t e r I L XG ro u p o r Fa c e b o o k w w w f a c e b o o k c o m I L XG ro u p

contactusi lxgroupcom www i lxgroupcom

L o n d o n +44 (0) 1270 611 600

S y d n e y +61 13 0045 9459

A u c k l a n d+64 9 363 9777

N e w Y o r k +1 844 329 3584

D u b a i +971 (0) 4 362 4295

M u m b a i +91 11 42885508

middot middot middot middot middot

P R I N C E 2 reg i s a r e g i s t e r e d t r a d e m a r k o f A X E LO S L i m i t e d A P M G - I n t e r n a t i o n a l C h a n g e M a n a g e m e n t i s a t r a d e m a r k o f T h e A P M G r o u p L i m i t e d

T h e A P M G - I n t e r n a t i o n a l C h a n g e M a n a g e m e n t a n d S w i r l D e v i c e l o g o i s a t r a d e m a r k o f T h e A P M G r o u p L i m i t e d

WHITEPAPER The Middle Management amp their Influence amp Impact on Organisational Change

wwwilxgroupcom

WHITEPAPER Middle Management amp their Influence amp Impact on Organisational Change

A B O U T C H A N G E M A N A G E M E N T C E R T I F I C AT I O N

APMG has developed Change Management Certification in partnership with the Change Management Institute (CMI) International Change Management certification

is available at Foundation and Practitioner levels The new syllabus samples a wide range of knowledge regarding the theory and practice of change management including change and the individual change and the organisation communication and stakeholder engagement and change practice

There are two levels of certification The Foundation qualification is based on the theory and application of change for the individual change for the organisation communication and stakeholder engagement and change management best practice Once Foundation qualification is passed the candidate can progress to the more advanced Practitioner qualification The Practitioner certification is to confirm whether heshe has achieved sufficient know-how to apply and tailor Change Management guidance in a given organisational change situation

To book your Change Management course with ILX please click here or visit us at httpswwwilxgroupcomukindividualtrainingapmg-international-change-management

A B O U T I L X G R O U P ( I L X )

ILX Group is a global all-in-one provider of Best Practice Learning Solutions ILX delivers Portfolio Programme amp Project Management IT Service Management Risk Management and Business Financial Literacy learning solutions The Best Practice courses are delivered through a blend of classroom workshops e-Learning and mobile platforms

ILX is a market leader in PRINCE2reg training and has provided Best Practice learning to more than 250000 people across 5000 organisations in over 100 countries ILX works closely with its clients to deliver industry standard qualifications and helps organisations to deliver continuous workforce improvement The company and its multi-lingual trainers can support customers around the world with local offices also in the UK Middle East India Australia and New Zealand

Fo r f u r t h e r i n f o r m a t i o n v i s i t w w w i l xg ro u p c o m o r f o l l o w I L X o n Tw i t t e r I L XG ro u p o r Fa c e b o o k w w w f a c e b o o k c o m I L XG ro u p

contactusi lxgroupcom www i lxgroupcom

L o n d o n +44 (0) 1270 611 600

S y d n e y +61 13 0045 9459

A u c k l a n d+64 9 363 9777

N e w Y o r k +1 844 329 3584

D u b a i +971 (0) 4 362 4295

M u m b a i +91 11 42885508

middot middot middot middot middot

P R I N C E 2 reg i s a r e g i s t e r e d t r a d e m a r k o f A X E LO S L i m i t e d A P M G - I n t e r n a t i o n a l C h a n g e M a n a g e m e n t i s a t r a d e m a r k o f T h e A P M G r o u p L i m i t e d

T h e A P M G - I n t e r n a t i o n a l C h a n g e M a n a g e m e n t a n d S w i r l D e v i c e l o g o i s a t r a d e m a r k o f T h e A P M G r o u p L i m i t e d

WHITEPAPER The Middle Management amp their Influence amp Impact on Organisational Change

wwwilxgroupcom

WHITEPAPER Middle Management amp their Influence amp Impact on Organisational Change